Setting Expectations for How Staff Approach Their Work
(Not JustWhatThey Do)
Last updated: May 3, 2021
Estimated reading time: 5 min
Communicating expectations about how staff approach their work is a big part of performance management—and a chance for managers to mitigate bias that creeps in when we leave things unsaid or fall back on “that’s just how we do things here.” To be successful in their role, staff need to understandhowyou expect them to approach their work (mindset, behaviors, values), just as clearly as they understandwhat他们负责实现(目标，结果)，以及工作所需的技术技能。
That’s why we make approach a core part ofRole Expectations, and a foundational part of themust-haveswe test for atevery stageof the hiring process.
Getting Clear about theHow—and checking for bias
Managers should examinepreferences and traditions在美国，你要清楚成功地担任这个角色真正需要的是什么，事先与你的员工建立一致，并定期检查他们角色的这一部分。最重要的是，你要确保所有员工都符合类似的标准。
- What mindsets will most help the staff member succeed in the role, the team, and the organization?
- What competencies, values, or behaviors will be a core part of performance evaluation?
- What conditions will the person face and what mindsets or practices will help them through common hurdles?
- What approaches are necessary to advance your organizational/team commitment to equity, inclusion, and belonging? How should this person put these values into practice in their role?
- How do these approaches make room for a diverse range of communication and work styles, while setting a clear, consistent bar for success?
Communicating Expectations About Approach
Here are some examples of approaches. No need to use them all (unless you want an overwhelmed employee!). Think carefully about the3-5 main approachesthat are particularly key to succeeding in the role, team, or organization. Reflect on thecompetenciesyou defined when you hired for the role, and use those to inform theRole Expectations.
- Attentive, empathetic leadership:As our first point of contact for [staff, volunteers, students], you make sure every single person feels welcome and has a role to play. You empathize with the communities we serve and put people at ease, especially when there are lines of difference or power. You listen to understand people’s needs and take steps based on that input.
- Equity at the center:You recognize ways that race and other identities intersect in the work, especially with communities we serve. You identify potential for bias and actively work to minimize inequities in [work products, decisions, policies, processes].
- Continuous learning:There’s always more to know out there, and you’re hungry for it. You absorb information from your colleagues, your work, and from keeping up with your field. If something doesn’t make sense, you ask questions until it does, and you apply what you learn in your work.
- High volume, high efficiency:We’re pretty busy here, and your job is to make it easy for our team members to do their jobs. You maintain systems for keeping tasks from slipping through the cracks. You’re able to juggle competing demands and prioritize without sacrificing quality. You get back to people in a timely manner and take pride in providing clear, helpful information.
- Attention to detail:You aim to leave things better than you found them. As the owner of our [database, website, etc.], you notice and fix errors that others might overlook. When mistakes happen (which they will!), you address them quickly and look for ways to prevent similar errors.
- Initiative and ingenuity:You leverage resources creatively to solve problems and dive right in to take a concept from idea to implementation. You often consult with others, but you can also propose solutions in the best interest of the [school, campaign, organization] and get things rolling without much guidance.
- Ownership and resilience:You care deeply about getting results. You gather information, seek input, and drive work forward to the finish line. You think 3 (or 30) steps ahead to develop solutions, anticipate problems, and course-correct when needed. You hold a high bar even when things are hectic and bounce back from setbacks by turning each hurdle into a learning opportunity.
- Relationship-building:Part of your job is connecting with people from many different backgrounds. You find (and even create) opportunities to deepen connections and build authentic, mutual relationships with [teammates, donors, members, families] across lines of difference, such as race or other identities. You truly welcome viewpoints that differ from your own, and you’re able to “sit with” discomfort when people express themselves in ways that aren’t familiar to you.
- Adaptability and problem solving:你总是准备好利用意想不到的机会和解决障碍。你寻找简单问题和复杂问题的根源，因此你可以寻求解决方案。你以一种“是”的精神对待工作，并随着事情的变化而适应，这是他们经常做的。
- Strategist’s mind:You quickly grasp the subtleties of complex issues and identify patterns in challenges. You don’t stop at diagnosing problems, though; you come up with insightful, pragmatic, equitable, and sustainable ways to produce positive change.
- Inclusive leadership:你以一种“拥有权力”的心态对待领导，而不是“掌控权力”。你认识到不同观点的价值，并经常在计划和决策时邀请他人参与。你将公平和包容纳入员工发展、挽留、战略和文化的目标和计划中。作为[区域，政策，活动]的领导者，你有时会为了组织的最大利益而做出艰难的决定。在需要的时候，你能够权衡复杂的因素，并清晰和同理心地沟通艰难的决定。
- Coaching and modeling:你把培养他人作为自己的使命。你善于委派工作，并花时间提供有用的、可执行的反馈。因为你以身作则(以我们的价值观作为你的北极星)，你激励和激励其他人采取行动，实现目标。你让团队负起责任，让员工成长，提升我们的影响力，你确保员工感到被赏识。
- Spirit of possibilities:You firmly believe that we can all do things we’ve never done before, and can stretch ourselves to achieve incredible results. You maintain an optimistic outlook and always look for ways to make ideas work before assuming they won’t.